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| Criterion |  Operations After-Action Review |  Knowledge Modeling Feynman Technique |  Facilitation Consensus Workshop |  Facilitation Decision Jam |
|---|---|---|---|---|
Purposedifferent | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 20-45 min | 20-60 min | 1-3 h | 60-90 min |
Participantsdifferent | 3-12 | 1 | 5-30 | 4-10 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Plain-language Explanation, Knowledge Gaps, Study Notes | Consensus Clusters, Theme Titles, Priority Areas | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | LearningOperationsImprovement | LearningKnowledgeUnderstanding | FacilitationConsensusWorkshopAlignment | FacilitationDecisionProblem solvingWorkshop |